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International Marketing Project
Presented by
Angelica Blakes
Michelle Sorenson
Miguel Padron
Rachel Walker
Vu Nguyen
SPRING 2015
MKTG 4340 INTERNATIONAL MARKETING

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Table of contents
I. Introduction ………………………………………………………………Page 3-4
II. Target Market Definition ………………………………………………..Page 5-7
Customer Insights ………………………………………………………..Page 7-13
III. Estimation of Market Potential ………………………………………...Page 13-17
IV. Competition ………………………………………………………………Page 17-20
V. Analysis of International Marketing Environment …………………...Page 20-25
VI. Designof Marketing Mix………………………………………………...Page 25-29
VII. Conclusion………………………………………………………………...Page 29-30
VIII. Team Coordination………………………………………………………Page 30-31
Statistic ………………………………………………………………… Page 31 -34
Reference ………………………………………………………………... Page 34 - 35

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I. Introduction
Detailed in this report are the means in which the evaluation of the Brazilian market
occurred in order to determine whether it was suited to develop a line of H&M clothing stores in.
Through the use of secondary data, the following criteria were analyzed: consumption and
demographics, economic environment, international business, and social and political
environment.
We went in to depth customer insights in term of life style, fashion, income, and labor
intense. We have determined that our target marketing for the new line of H&M store is women
ages from 20 to 34. During that age group, we segmented it into 3 smaller sub-groups: ages 20 to
25, 26 to 29 and 30 to 34. We believed that it would provide us with detailed, more inside of what
each group interested in; therefore, we were in better hand to accommodate our consumers. In the
meanwhile, we also focus on other important elements to create the unique Brazilian market, as
we know today. One of the elements is competition. Brazilian is a boiling pot with domestic and
international brands competing to claim portion of this rich market. Another focus point, we
emphasized is Brazil’s domestic policies toward international brands. We analyzed the pros and
cons of these policies in order to better adjust our marketing strategy.
Here is a brief history on this brand. In 1947 Hennes women’s clothing store opened in
Västerås, Sweden. Today the H&M Group offers fashion for everyone under the brands of H&M,
COS, Monki, Weekday, Cheap Monday and & Other Stories, as well as fashion for the home at
H&M Home. In 2010, the first H&M stores in South Korea and Turkey open. Israel becomes a
new franchise market. Online shopping starts in the UK. The first H&M Home stores open
outside Sweden. Monki moves into Asia with a store in Hong Kong. H&M becomes the world’s
largest consumer of organic cotton and continues to increase its use of sustainable materials in the

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following years.
In 2011, H&M opens in Romania, Croatia and Singapore, as well as via franchise in
Morocco and Jordan. COS opens in Sweden, and Monki and Cheap Monday in the UK. The
H&M Incentive Program – a reward and recognition programme for all employees – starts. COS
and Monki launch online shopping in 18 markets. In 2013, The first H&M store in the southern
hemisphere opens in Chile. H&M also opens in Estonia, Lithuania and Serbia. Indonesia becomes
a new franchise market. H&M introduces online shopping in the US. The & Other Stories brand
is launched in several European countries. COS, Monki, Weekday and Cheap Monday also open
in new markets. Weekday and Cheap Monday launches online shopping. A global clothing
collecting initiative starts in selected stores.

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IIa. TargetMarket Definition
We segmented it into 3 smaller sub-groups: ages 20 to 25, 26 to 29 and 30 to 34. Brazil had 40.85
million Young Adults (aged 18-29) in 2012, against 41.43 million in 2010 and 38.25 million in
2000. As one of the largest population groups, young adults are split into four: those who study,
work, study and work, or do neither. According to the IBGE, 47.3% of young adults aged 18-24
worked, 14.5% studied and 14.8% worked and studied. On the other hand, 23.4% neither worked
nor studied. Among those aged 25-29, about 21.3% neither worked nor studied, 2.9% only
studied, 8.3% worked and studied, and 67.5% worked.
Increasingly fewer women under the age of 30 have children. In 2002, 32.2% of women aged 25-
29 did not have children; by 2012, this proportion increased to 40.5%. This shows that more
couples are deciding to have children after the age of 30. In the 2000 census, IBGE reported that,
the average age of women at childbirth was 26, with income and state of residence playing a role.
The average age varied between 24 and 27 depending on the state. Women with a high-school
diploma and a salary greater than five times the minimum had children at around 29 or later. By
2013, the average age of women at childbirth jumped to 26.9. IBGE projects that the age at
childbirth will continue to rise – with the average expected to reach 28 years old by 2020 and 29.3
by 2030.
Currently, 44.75 million people in Middle Youth (aged 30-44) live in Brazil. They make up the
largest age group and represented a larger proportion of the population in 2012 than in 2002. The
middle youth population is predominantly fixed in the workforce. Whereas some young adults are
still studying, the middle youth is the backbone of the Brazilian workforce. Overall, the workforce
has been shrinking over the past decade, owing to a quickly ageing population and a greater
number of Brazilians seeking to further their education. The Instituto de Economia (Economy

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Institute) at UFRJ (Federal University of Rio de Janeiro) notes that 82% of the population aged
25-49 is considered to be in the workforce. Given the shrinking workforce, more stress is put on
its backbone, the middle youth, to support the rest of the population. About 101 million Brazilians
were employed in 2013, with 23% working for themselves. The national unemployment rate was
5.7% in 2013, having fallen since 2009.
With more single mothers and more women living on their own for longer before marriage, the
number of households with a woman in charge has been increasing rapidly, outpacing the rate of
increase for males. Since 2000, the number of female heads of household has increased by 8.6
million to 20.5 million in 2012; male heads of household have gone from 32.9 million to 39
million. In addition, there are more than 3 million more women than men in Brazil, a trend that

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has also been increasing over the past decade.
Not all female heads of household are poor or single. Women are gaining more power in the
workplace and some are even beginning to earn more than males. Yet, most women still earn just
75% of male salaries for the same occupations and levels of experience. Women now represent
over 40% of the labour force. Companies are beginning to provide benefits and guarantees to
women to encourage them to return to work after having a child. Given the lack of “crèche”
(nursery) spaces for newborns, some companies are offering childcare services for new mothers
and job guarantees after maternity leave. Many women are opting for job opportunities and
occupations that lead to lengthy careers and shun “feminine” careers historically taken up by
women. “Feminine” jobs pay less because activities such as teaching and caretaking have
historically been considered less noble than white-collar male occupations. Brazil is undergoing a
transformation: more women are in the workforce, more males are looking after the household
and more females are the main breadwinners. According to the 2012 PNAD, in 2002, couples
with children had female heads of household in 4.6% of cases, against 6.1% for couples without
children. In 2012, those rates grew to 19.4% and 18.9%, respectively. Interestingly, the
percentage of single-parent households with a female in charge dropped slightly between 2002
and 2012 – from 89.8% to 88.2%.
IIb. Customer Insights
Savings
Although Brazilians have not experienced hyperinflation in nearly two decades, they still harbour
concerns regarding their currency and rising inflation and prefer to spend, rather than save their
money. Normally, they spend nearly everything and live paycheque to paycheque. The savings
ratio was just 5.3% in 2012, a figure that has held steady since 2010. It is expected to fall slightly,

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to reach 5.1% by 2015.
High spending and having little money saved leads to high debts. The percentage of families that
claim to have debts increased from 59% in November 2012 to 63.2% in November 2013,
according to the Indebtedness and Non Compliance survey (PEIC). Debts include pre-dated
cheques, credit cards, special cheques (cash advances), carnê (payment slates) at stores, personal
and car loans and insurance payments. The survey also showed that the percentage of very
indebted families has remained stable at 12.1% and those slightly in debt went from 27.4% in
November 2012 to 28.1% in November 2013. Families with overdue payments and outstanding
debts went from 21% in November 2012 to 21.2% in November 2013, with an average payment
being made 57.6 days late, down from 61.1 days late in November 2012. There was also a slight
reduction in “non-compliant” families in debt (those unable to pay their debts) from 6.8% in
November 2012 to 6.6% in November 2013. The CNC (National Commerce Confederation) has
predicted that the level of indebtedness will increase at the beginning of 2014 before the rate of
increase begins to fall and, eventually, indebtedness as well. The CNC also noted that there will
not be a deceleration in consumption, a fall in sales or decreasing access to credit. The increasing
cost of debt will force Brazilians to find alternative methods of payment in the second half of
2014.
Perceptions of Beauty
In general, Brazilians are very concerned about appearance. Some Brazilians can be very
superficial and go to great lengths to preserve or even create beauty. The culture in general is
obsessed about beauty to the extent that Brazil is poised to become the largest plastic surgery
market in the world, currently second only to the US. Many of the world’s most famous
supermodels come from Brazil and some of the everlasting and iconic images of toned, tanned

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and fit Brazilians come from the famous carnival parades and Brazilian beaches. Both men and
women tend to wear smaller, more form-fitting swimsuits, covering less of the body than a
standard American swimsuit. The beaches across Brazil are filled with people of all ages, wearing
tiny bathing suits, leaving little to the imagination. Brazilians feel great pressure from the novelas
(Brazilian soap operas) to look and act a certain way. The standards of beauty come from the
actors and actresses in these widely popular novelas. The actors and actresses are some of the
most famous celebrities in Brazil and among the most talked about, with nightly episodes keeping
the conversations fueled for weeks. Television in general has a large impact.
Working out is very common. In order to keep in “beach body” shape, Brazilians often frequent
the various gyms and workout centres around the country. From the Brazilian Butt Lift to the high
intensity cardio workouts, gym membership has skyrocketed in Brazil. In the last five years, gym
locations have gone from 12,000 to 23,000 in 2012, worth a total of R$5 billion. They charge
R$49 to R$900; the more expensive include spas, salons and massage parlours in the standard
monthly gym membership fee. Brazilians take diet and exercise very seriously in order to
maintain or lose weight, build muscle or stay fit in general. In addition to working out, the gym is
also seen as a very social place and Brazilians often gossip and discuss current events, both
around the world and in their personal lives.
Female Grooming
According to statements from Procter & Gamble and Unilever, there is no other country on earth
where women are so obsessed with their hair. About 90% of Brazilian households have at least
shampoo and conditioner, significantly more than in England (54%) and France (35%). A
multinational study by P&G showed that half the Brazilian women would not leave their house
until they had had a chance to do their hair. No other citizens spend as much time or money on

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their hair. To Brazilian women, having the best shampoo is more important than dinner or
dressing well; they spent R$91 per capita in 2012 on hair care in real terms. Even when money is
tight, studies show that Brazilian women and men would rather cut spending on food, mobile
phones and clothes before switching to a cheaper shampoo. In 2012, consumer spending on hair
care products, including shampoos, conditioners, colouring and other treatment products, made up
25.5% of spending on personal care. At 17.8%, fragrances made up the second largest
expenditure.
Beauty salons are particularly popular: more than 80% of women frequent them at least once a
month. The famous Brazilian wax originated here and is still popular, especially during the
summer to avoid unsightly hair, visible around the edges of the bikini. Leg hair treatments include
waxing, shaving, bleaching, and laser.
After working out all winter to get in shape for summer, Brazilians enjoy hitting the beach with
friends. Infamous backups on the highways from São Paulo to Santos and, to a lesser extent, from
Curitiba and Porto Alegre to the coast on Friday evenings during the summer are legendary, and
the return on Sunday nights is typically even worse. Average summer maximum temperatures are
between 24ºC and 27ºC (75.2ºF -85.6ºF) in the south and between 30ºC and 36ºC (86ºF-96.8ºF) in
the northeast with frequent temperatures above 38ºC (100ºF). Bronzing products are very popular,
but sunscreen is especially necessary for citizens of the cities settled by European immigrants in
the south and southeast regions. Spending on sun care products grew by 9% between 2011 and
2012: from R$13.30 per capita to R$14.50. It is expected to rise to R$17.40 by 2015. Skin cancer
is the most common type of cancer in Brazil, representing 25% of all malignant tumours. In 2012,
more than 134,000 new cases of non-melanoma were diagnosed, the most common type of skin
cancer. In 2000, INCA, the Brazilian National Cancer Institute, registered just 42,000 new cases.

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Brazilian women are more at risk, with more than 53% of the diagnoses and the highest incidence
rate in every region of the country. Doctors claim that, although awareness is rising about the
risks of spending too much time in the sun, there is still a lack of information, especially in
peripheral regions of the country.
Fashion Trends
Brazil has always had an influence on world fashion trends. Many of the world’s most successful
and beautiful models are Brazilian and the country is used as a standard of beauty.
The most popular Brazilian celebrities are models, football stars, actors and actresses in novelas
(soap operas) and movies, and TV show hosts. Brazilians of all ages tend to imitate the styles of
their favourite celebrities – costly as it might be. The styles and fashion from popular novelas lead
to many fashion trends.
Fashion trends vary widely across the country, depending on the region, even the state or
particular city. For instance, the south has winter fashion trends that the other regions, due to the
lack of freezing weather, tend to ignore. Other than temperature, culture and income play major
roles in determining fashion trends in each region. The south and southeast regions have more
money and more branded clothing tends to be visible on the streets and in the restaurants. Due to
the extremely high cost of foreign brands, many Brazilians purchase branded clothes outside the
country. Foreign brands, especially the most famous and recognisable ones, are very popular
because of the status they imply. The high price of foreign branded accessories and clothing
creates an even larger aura around the brands. Popular accessories include earrings, rings,
bracelets, maxi colares (statement necklaces) and watches (for men and women). Per capita
expenditure on clothing was R$505.90 in 2012, in real terms, up from R$369 in 2000.
Despite the influence of Brazilian fashion on the rest of the world, young Brazilians have begun

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to emulate some North-American fashion trends. It is very common to see adolescents wearing
flat-brimmed hats, t-shirts and sweatshirts with words and phrases written in English. Tattoos and
piercings are less stigmatised than in most developed nations and shops, markets and open-air
fairs support these alternative trends. Another frequent alternative trend, more and more common,
is for young adult and adolescent women to wear shirts with gaping holes in the sides, instead of
sleeves, exposing the side of the bra and ribcage. These outfits are common in alternative
markets, bars, nightclubs and on the street. Women have also been purchasing more colourful and
expressive bras to wear under transparent or partially see-through tops – another emerging trend,
even making its way into the workplace.
Shopping Online
Online shopping has been expanding rapidly in recent years. Online spending per household has
gone from R$42 to R$375 between 2000 and 2012, nearly a nine-fold increase. Online shopping
grew by 11.3% in 2013, to R$23 billion. Online sales account for 3% of the Brazilian retail
market and 41% of the Latin American ecommerce market. The most popular online product
categories include culture, clothing and technology. A PayPal sponsored survey showed that 5.3
million Brazilians spent R$2.6 billion between May 2012 and May 2013 – solely on foreign
websites. MercadoLivre (an eBay style ecommerce website) is the most visited retail site in Brazil
and the 9th most popular site in the country, totalling 14 million hits in December 2013.
Consumers are very engaged on the MercadoLivre site, averaging 11.56 page views per visitor.
The number of Brazilians shopping on mobile phones and tablets has increased significantly.
Currently, more than 2.5 million Brazilians purchase products on tablets or smartphones. Page
views from smartphones and tablets have reached an all-time high of 6% of all page views. About
23.3% of Brazilians use their phones to access the internet. Half the smartphone users are aged

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12-34; for 10.7% of them, their smartphone is the preferred method of accessing the internet, and
it is the second preferred method for 53.9%. Of all mobile searches, entertainment and art is the
second largest type of information searched for, behind contact information, including telephone
numbers, maps and directions. Brazilians also use their smartphones to search for items to buy,
look for restaurants and beauty tips and products. According to a 2013 study by Google, 80.3% of
Brazilians with smartphones use them while in a store. Brazil’s e-psyche study, completed by
McKinsey, noted that 13% of Brazilians use their phones to compare prices while physically in
brick-and-mortar stores. In fact, 30 million Brazilians are “multi-screen” consumers, using more
than three devices in one day. Half the consumers want to get information on a product online
before purchasing it on the internet or in a physical store, making the online search a very
decisive step. Brazilians search for the best offers and anticipate what they will buy before they
do so.
III. Estimation of MarketPotential
Womenswear in Brazil has been steadily growing over the past six years and is expected
to continue. The womenswear market is dominated by domestic brands while the market leader
continues to be the Dutch brand C&A (C&A Ltda) with a retail value of about $1.1 billion in
2014 (Passport GMID). It is followed by domestic brands like Marisa (Marisa SA), Riachuelo
(Lojas Riachuelo SA), and Renner (Lojas Renner SA). International firms have found the
womenswear market difficult to enter due to high production costs, import costs and Brazil’s
underdeveloped infrastructure (WOMENSWEAR IN BRAZIL). International clothing brands like
Nike, Levi, and Zara and even luxury brands like Hermes who have been able to enter the market
have seen more of an organic growth when compared to the bigger domestic firms
(WOMENSWEAR IN BRAZIL). H&M’s biggest competitor Zara (Inditex, Industria de Diseño

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Textil SA) is actually ranked 9th in the Brazilian womenswear market with a retail value of $191.2
million (Passport GMID).
When looking at the specific product categories that make up Womenswear, underwear is
the largest category followed by outerwear (WOMENSWEAR IN BRAZIL). The outwear
product category is broken down into dresses, jackets and coats, shirts/blouses, shorts, trousers,
etc. The Brazilian womenswear consumer looks for bold colors, colorful prints, jackets and
cardigans for layering, and weather friendly pieces like Bermuda shorts. Tops, shorts, and trousers
are expected to have the highest volume growth rate (WOMENSWEAR IN BRAZIL). The
women’s underwear product category is expected to maintain its sales growth.
The consumer expenditure on garments in Brazil has seen a huge growth over the past six
years. In 2009 the consumer expenditure on garments was valued at about $24.5 billion while in
2014 it was valued at about $37.8 billion (Passport GMID). Brazil has also seen a large growth in
the retail value of their womenswear market. In 2009 the retail value of the Brazilian
womenswear market was at about $11.8 billion while in 2014 it had a retail value of about $17.5
billion (Passport GMID). This kind of growth in the womenswear market can be attributed to the
increasing population of employed females in Brazil. In 2009 the employed female population
was at 39,748,800 but in 2014 it had increased to 46,421,700 (Passport GMID). In 2014 the
employed female population made up 44.8% of the total employed population of Brazil.
Brazil is the 5th largest country when based solely on population. It shares this top five
ranking with other emerging markets like China, India, and Indonesia (Worldometers). In 2009
Brazil’s population was at 193.5 million but in 2014 there was increase in population to 202
million (Passport GMID). When looking specifically at our market segments of females aged 20
to 24, 25 to 29, and 30 to 34 there was only one market segment that saw consistent growth. The

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market segment of females aged 30 to 34 had a population of about 7.9 million in 2009 and by
2014 it had a population of about 8.7 million (Passport GMID). The other two market segments
had populations in 2014 that were less than their population in 2009.
In those past six years there has also been an increase in Brazil’s GDP measured at
purchasing power parity. In 2009 it was valued at about $2.468 trillion and by 2014 it had
increased to about $3.007 trillion dollars (Passport GMID). With Brazil’s growing population and
GDP when can expect to see an increasing per capita income. The per capita income in 2009 was
valued at $12,753.25 and by 2014 it had increased to $15,195.05. When looking specifically at
the total population of all are female aged market segments we get a per capita income of
$9,753.93 in 2009 and by 2014 it increases to $12,111.64.
The method of analogy model looks to estimate the market potential of womenswear in
Brazil. This specific model takes into account the relationship between different variables from
two different countries. This model will look at both Brazil and Indonesia as they are both
emerging markets with similar population sizes and GDPs measured at purchasing power parity
(Passport GMID). Womenswear in Indonesia is growing but at a much smaller scale when
compared to Brazil. In 2014 the retail value of the Indonesian womenswear market was only
about $3.8 billion compared to Brazil’s 2014 womenswear retail market value of about $17.5
billion (Passport GMID). Indonesia unlike Brazil has its womenswear market dominated by large
international brands like Forever 21 and Zara (WOMENSWEAR IN INDONESIA). H&M has
already entered the Indonesian market back in 2013 and is still trying to establish itself within the
womenswear market (Hindo Indonesia PT in Apparel and Footwear).
The method of analogy model takes into account the total population of all is female
market segments of both Brazil and Indonesia. It then only takes into account the per capita

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income of the total population of all are female market segments, retail value of womenswear, and
urbanization rate in Indonesia. For 2014 the model estimated the market potential to be only
$1,145,033,347.78. This is a very small value when compared to the 2014 retail value of
womenswear in Brazil. This small value could have occurred because Indonesia has a much
smaller womenswear market when compared to Brazil.
The next estimation model is proxy indicators which takes into account several variables
or proxies to determine the market potential of womenswear in Brazil (Market Potential
Estimation in International Markets). Our model uses the total population of all are female market
segments, the total percentage of the social classes we are targeting, life of expectancy at birth in
Brazil, and the urbanization rate. This model revealed a steady growing estimated value over the
2009 to 2014 time period. In 2014 it gave an estimated market potential of womenswear in Brazil
of $14,648,325,506.88. This is a low value when compared to the 2014 retail value of
womenswear in Brazil of about $17.5 billion (Passport GMID).
The chain ratio model “is a logical reduction of the base population with ratios to get a
realistic estimate” (Market Potential Estimation in International Markets). Our model uses the
total population of all are female market segments, the total percentage of the social classes we
are targeting, the urbanization rate, and the total percentage of employed females in are market
segments. This model also revealed a steady growing estimated value over the 2009 to 2014 time
period. In 2014 it gave an estimated market potential of womenswear in Brazil of
$7,584,362,880.11. This is a much lower value when compared to the 2014 retail value of
womenswear in Brazil of about $17.5 billion (Passport GMID).
Now when we take the average of the three estimation models we get a steady growing
low value over the 2009 to 2014 time period. For the 2014 average of all the methods we get a

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value of $7,792,573,911.59. A very low number when compared to Passport GMID’s value but
this would still make Brazil’s womenswear market potential very appealing for H&M.
IV. Competition Analysis
As defined by the Miriam-Webster Dictionary competition is “actions that are done by
people, companies, etc., that are competing against each other” and the competitors are “a person
or group that you are trying to succeed against: a person or group that you are competing with”.
Analyzing the potential competition is crucial to explore before a business decides to enter a
market, because it is important to know how similarities and differences in your company will
compare with other companies that are successful in a country. Brazil’s market in South America
is continuing to grow and allow for more profit to be made as the middle class grows in size, and
although in the past H&M may not have been a good store for the market the target clientele is
expanding and becoming a profitable market. “The Brazilian womenswear market is fairly
fragmented and rivalry is assessed as moderate due to the absence of switching costs and the
similarity of products on offer (Womenswear Industry Profile: Brazil)”.
The Retail Industry in Brazil has grown due to a combination of several factors, including
the strong recovery of the Brazilian economy in recent years, an increase in the availability of
consumer credit, an expansion in real wages and an increase in formal employment. The 2015
industry estimates for womenswear in Brazil is $8,680 million (Women's Clothing Stores
Industry). H&M’s biggest competitors in Brazil would be Lojas Renner SA ($1,013.00 billion
retail value in 2014), C&A Mode AG ($1,104.60 billion), Guararapes Confeccoes SA ($1,011.40
billion), and Marisa SA ($1,029.90 billion). One factor that continues to grow in Brazil that would
help H&M’s profit margin is the rapid growth of e-commerce in the country. H&M has a strong

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and reliable website that with the store’s launch in Brazil there would also be the launch of the
H&M Brazil section that would focus on the target market in Brazil. The reason e-commerce is
becoming so popular is because of its accessibility and ease to navigate. Also, the convenience of
being able to shop from anywhere without having to go into the store is very marketable to the
markets. The launch of the e-commerce store would give H&M the upper hand over C&A Mode
AG because although they have an online website, they do not have one that focuses on Brazil.
Lojas Renner SA has an active website that you are able to purchase clothes from their Brazilian
market, however, if H&M were to launch their website in Brazil after viewing the success of their
e-commerce in other markets they would be able to take control of that aspect. Guararapes
Confecções SA does not have an online website to purchase their merchandise through, which
would be a positive aspect for H&M.
In the Brazilian market the buyer’s demand changes at a fast pace, and brand loyalty is not
always overriding when deciding what brand to buy. Due to these aspects, running extensive
marketing campaigns and creating strong brand consciousness is crucial to companies in Brazil to
maintain market share (Womenswear Industry Profile: Brazil). Entry barriers are not high in
Brazil, but a few factors would make it tough to compete with Lojas Renner SA. One of these
factors is that they account for a major share of total market revenues. Another is that they benefit
from scale economies that allow them to build brands in multiple retail outlets, and they have
greater buying power when negotiating with suppliers. This gives them very competitive pricing
on their merchandise. Because of the fragmented market it is typically composed of large
numbers of similar retailers, but there is still plenty of room for more competition in this market.
Recently, the purchasing power of the middle class and the lower-middle class has

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increased as a result of various factors, including lower inflation rates, lower unemployment rates,
an increase in consumer credit and a government policy of social inclusion, among others. As a
result, the retail industry has increasingly focused on sales to middle-income families. The
competitive and positioning strategy of H&M entering the Brazilian market would be to focus on
this middle class and their pocket books. The official H&M grand opening would be planned in
accordance to the 2016 Olympics that will be located in Brazil. This would be a huge marketing
opportunity for H&M as many people from all over the world will be traveling to this location to
watch the Olympics and be tourists, which commonly involves shopping. By focusing on the
2016 Olympics when designing the clothing, but also designing in respect to Brazilian culture will
allow for a large profit. In Brazil bright and beautiful colors is the style, so it will be important to
use that influence in the clothing design. Since H&M is so popular around the world, by opening
a store in Brazil during this time it will enhance the competition with other locally owned stores.
Customers that typically shop at H&M show high brand loyalty and will flock to this local store
that not only contains H&M favorites but Brazilian styled merchandise for the huge event. The
high demand during this time period will give Brazilian natives a reason to enter the store and do
some shopping of their own.

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SWOT ANALYSIS
Strengths
The strengths of H&M entering into the Brazilian market are that they
have a strong and reliable online website that supports e-commerce, they
typically supply customers with high brand loyalty, their diversity is
superb, they have great ability to transform their clothing based on their
location, and they have great customer service.
Weaknesses
The weaknesses of H&M are that they are not a locally owned store, they
will have to outsource for their supplies, brand loyalty is not high in
Brazil, and they will have to use many resources for marketing
campaigns.
Opportunities
The opportunities for H&M by entering this market include the 2016
Olympics being held there. They have a big opportunity for growth and
the ability to branch out into a new market. The middle class is growing
heavily, and it would be great timing for H&M to enter into this market.
Threats
The threats of entering this market are that it will be tough to compete
with prices, especially with Lojas Renner SA who is able to get some of
the best and most competitive rates from their suppliers.
V. Analysis of International Marketing Environment
Brazil is a market that is far behind the markets in other countries however, due to recent
events Brazil is becoming a great place to invest with investors coming from all over the world.
Brazil is not only economically behind in other markets but also the Brazilians love to wear waist
24%
27%24%
25%
CompetitionMarket Share - 2014
Lojas Renner SA C&A Mode AG Guararapes Confecções SA Marisa SA

21. 21
high shorts and bright clothes, something that went out of style years ago. Given the Brazil is
“fashionably” behind there are many clothing brands that would love to invest in Brazil such as
H&M. There may be a number of companies wanting to invest in Brazil but there is a number of
obstacles companies have to overcome to gain market share. However, before H&M can move
into the Brazilian market they first must do an Analysis of International Marketing Environment.
Gaining information on external factors that can affect the profitability of H&M is critical factors
to include are: economic, demographic, technological, legal/political and social/cultural. Some of
the problems in Brazil can hinder direct investment from foreign investors. Due to the countries
increased want for change there are many reasons investors want to invest in Brazil. However,
Brazil still has many problems but Brazil is currently going thru social changes which remedies
the bad situations.
Economic
There are many reasons Brazil is becoming the next market to be in and the overall reason
is the current growth in economic development. Brazil was not always a great place to invest but
do to recent factors there are being more reasons to invest in Brazil. One of the main reasons
Brazil is lagging compared to other countries is the deficient road and railway infrastructure
(HOW TO DO BUSINESS IN BRAZIL). Another reason Brazil is a great place to invest in is
because Brazil is “resource-rich, which makes it great for manufacturing. But it also has a large
population with a vibrant middle class.” (Ryan Galloway). Brazil may be a great prospect of
growth but there are other great things about Brazil other than the amount of companies wanting
to invest in it like H&M. Brazil has a very strong domestic market which is less vulnerable to
external crisis. A majority of the economic growth in Brazil is attributed to The Growth
Acceleration Plan made in 2007 to increase investment in infrastructure and provide tax

22. 22
incentives for faster and more robust economic growth (Brazil Overview). Other reasons Brazil
economic growth is so substantial is due to orthodox macroeconomic policies such as a floating
exchange rate, tight fiscal restraints and inflation targeting (Country Profiles in Brazil). The type
of investment that is flocking to Brazil is consumer good investments, H&M would do great in
this category. The reason consumer goods is becoming the one to invest is because the disposable
income levels have risen and large, youthful population. (Lessons for Latin American
Governments from Brazil’s Political Protests).
The last factor that effects the economy in Brazil is the import and export rates. The export
rates is 30% but can be subject to change but cannot be higher than 150% (Export Tax). Import
rates can much lower than export rates, ranging from 0 to 20% depending on what good is being
imported (Import Tax). However, importing and exporting to and from Brazil is more complex
than it sounds. “When compared to the 20 most developed economies in the world, Brazil appears
in last position due to a deficient road and railway infrastructure, 73.9% of the roads need repair.
In terms of watercourse, Brazil occupies the sixth position after. In Brazil, 61.8% of transported
cargo in tons per kilometer is transported by road, 19.5% by rail, 13.8% by watercourse and 4.9%
other means.” (HOW TO DO BUSINESS IN BRAZIL). Which makes starting a company in
Brazil difficult when dealing with importing and exporting product.
Demographic
The economics of a country is very important but to fully understand a market H&M must
then understand the people of Brazil before investing. The growth of consumer goods is a great
start for H&M, given that it only sells consumer goods. However, the next step is to gain
intelligence about the demographics of Brazil to fully understand the country. Brazil’s population
in 2014 was about 202,033 million. However, due to segmenting the market H&M will only be

23. 23
interested in woman ages 20-34 which adds up to 25,346.80 million of the total population of
Brazil. Over the years disposable income for woman has risen from 2012 through 2014 starting
from $5,141.20, $5,602.00, and ending at $5,937.50. Since the disposable income for woman has
risen steadily over the years it gives H&M more stability in the Brazil market. Other
demographics of Brazil in 2014 include, birthrate 14.97%, Death rate 6.54%, and life expectancy
in years is 74.2. (GDMI NEED INFO.) The average age in Brazil is now 29, up from 19 in 1970.
(BRAZIL: Demographic dividend will not last). Religion in Brazil include: Catholic, Protestant,
Methodist, Episcopal, Pentecostal, Lutheran, Baptist (Brazil Religion). Aside from population and
religion Brazil struggles with knowledgeable youth and often times sends its youth to other
countries to learn new skills and bring them back to Brazil (World Fact Book).
Technology
Unknowledgeable youth is not the only problem Brazil faces; being so far behind other
countries Brazil faces a technological gap. Brazil being a 3rd world country and trying to catch up
is still lacking advancement in technology however; recently Brazil has undergone a
technological boom. Brazil has moved up five spaces and is now listed at 56th in The Global
Information Technology Report. (Bucher, K). Brazil’s innovative and sophisticated business
sector continues to lead the country in ICT, information and communications technology - or
technologies. Businesses are not the only one interested in current ICT development in Brazil.
Brazil’s government is promoting ICT as part of its development and growth agenda. There may
be new technology in Brazil but that does not mean that the current population will easily adapt to
the new changes (Bucher, K).
Legal/Political
Brazil has made huge advancements toward technological growth for their country

24. 24
however there are still many problems lingering in there government. Though Brazil is a Federal
Republic consisting of the union of states, municipalities and the Federal District there is still a
problem with corruption (HOW TO DO BUSINESS IN BRAZIL). Corruption is very prevalent
in Brazil, thus ranking the country 69th globally out of 175 countries in Transparency
International’s Corruption Perceptions Index which is a step up from there pervious spot at 72nd.
The increase in stature is due to the ‘Law to Combat Corruption’, when came into force in
January 2014. The law stipulates strict penalties for companies, organizations, and associations
engaging in bribery. The law also combats against unlawful means of securing government
tenders and contracts. The corruption government in Brazil has led to many social protest, in June
2013, Brazil was rocked by protests that took place in several cities. Labor strikes are also fairly
common, particularly among public sector workers (Risks and Vulnerabilities: Brazil). Not only
is there problem with public transport there are also problems with pay inequality which has
caused more protest. (Lessons for Latin American Governments from Brazil’s Political Protests).
Other problems in Brazil’s is that the judicial system is dysfunctional and many of its judges are
corrupt. (Country Profiles in Brazil)
Social/Cultural
Numbers speak volumes but they do not speak as loudly as knowing the individuals
companies want to sell to. Individuals in Brazil speaks Portuguese is but it is different than the
Portuguese spoken in Portugal. H&M wanting to invest in Brazil means there sales force as well
as higher ups must be fluent in Brazilian Portuguese. To appeal to Brazilian individuals a person
must fit into and understand the culture of Brazil. A Brazilian business person is creative, flexible,
fast and versatile, able to adjust to new developments, ideas and situations. Despite a positive
reaction towards doing business, the decision making process can be a slow. The business person

25. 25
much like regular Brazilians must be punctual, friendly, the Brazilian way is to be friends first
and do business later. Brazilians prefer human contact rather than conference calls, so anyone
wanting to do business in Brazil should be as “face to face” as possible just as well business cards
should be exchanged at the first meeting. A H&M can gain market share by displaying a very
cohesive front to show individuals that they value team work, which is what Brazilian’s prefer.
While showing H&M values team work it should not boast about it or any achievements done by
H&M the Brazilian culture is very subtle and hate when company’s boast or over exaggerate.
Knowing the people company’s want to sell to is important but knowing the environment is also
important. When scouting for a location to put a H&M location security/crime rates should be
researched Metropolitan are considered to have lower crime rates however, areas by the capital
have a higher crime rate. (HOW TO DO BUSINESS IN BRAZIL)
VI. Designof the Marketing Mix
Product
The South American climate is primarily a mixture of different tropical weather patterns. The
Northern region is to be considered a combination of both humid tropical as well as tropical
savanna. In the southeastern regions the weather patterns are subtropical and the rainfall depends
on the region. It is important for us to observe the weather patterns of the entire continent,
however we will conduct the bulk of our decision making analysis in terms of product by the
climate of Brazil specifically. Observing the climate of the entire continent will help us in terms
of understanding the Brazilians neighbors. In most cases, people from neighboring countries often
visit and we would like to accommodate their needs when visiting an H&M anywhere.
Since Brazil occupies nearly half of South America most of these tropical weather patterns can be
observed in different places in Brazil. We identify the general climate as the Tropic of Capricorn

26. 26
when the circle of latitude contains the sub solar point on the southern solstice. For the entire
region the 23°26′14.3 south of the equator moving north slowly. An example of the different
climates in Brazil is comparing Sao Paulo in the state of Sao Paulo and Campo Grande in the state
of Mato Grosso Do Sul. Sao Paulo is one of the largest cities with a population of nearly twelve
million people. The typical weather pattern of this city is consistent with the Tropic of Capricorn
however the 23°27′ S. with the warmest month being February and the coldest month being July.
Rainfall is abundant in the summer months which fall in between October and March. However,
when we observe historical weather patterns in Campo Grande, we discover that August is the
warmest month, July is the coolest month, and the months that gather the most rainfall is January
through May and October through December.
Based on this information as well as our target market analysis, and our market segmentation
analysis we have developed the proper product targeted to our market in this region. This
information will also help us determine what the proper distribution of materials will be for each
region. As we know, H&M has multiple subsections within their store, from accessories which
include jewelry, shoes, and handbags to Lingerie with includes under garments and pajamas, to
apparel, which can be broken down into several sections like casual, formal, sportswear, and club
wear and also a Men’s Department. The key subsections we will focus on is the Women’s
Swimwear, Women’s Casual Wear and Women’s Formal Wear. It was determined that these are
the three main categories that will bring women into our store therefore, we will place the most
emphasis on these three sections.
In order to customize each of these subsections to the climate we will focus on sheer, playful,
floral, loose, and light materials.
Women's Swim Wear is the primary focus in this market. Brazilians spend much of their leisure

27. 27
time outdoors, whether they are at the beach or near an outdoor pool, the women are usually in
swim wear and are constantly looking for new styles. Our swimwear line will match the desired
style of most Brazilian which is consistent with loud colors and floral prints. Also, our team
would like to enter this market at the same time as the Olympics in Brazilian for 2016. So
incorporating my swimsuits that encourage every women to have a sense of pride for their
country is highly encouraged. For the Casual attire we focused on the social lifestyles of our
target audience, these are women who enjoy the outdoor activities. Form bonfires on the beach to
social events on the patio of their home customization the material we use would be beneficial to
the brand as well as each individual who shops in our market. Sticking with the already popular
sheer material and adding such as Chiffon, Lienen, Ramen, and Silk is important because these
are all very light weight fabrics. As far as formal wear, women in Brazil continue to gain more
household power we expect to see a larger amount of formal wear purchase for work and although
the Brazilian aspire the fashions of Americans, the we want to keep the what makes Brazil
Fashions its own and influence the style however, we do not want change.
Price
H&M has entered many other markets and has reaped substantial profits due to their low cost
strategy. Entering the Brazilian market we will identify the disposable income and competitors
prices to distinguish the proper price point.
Promotion
In terms of promotion, what pervious research has supported in the Brazilian market is that
Brazilians like celebrity spokespersons so represent brands that they support. Our promotion
strategy will consist of a marketing campaign revolved around the 2016 Olympics. We want our
audience to have a direct connection to the brand that we are trying to establish in the region.

28. 28
Doing so, we will establish two strategic ways to reach our audience in the media. The first, a
celebrity spokesperson. The second, through “the face.” The face of our campaign will consist of
several South America supermodels.
Examples of persons we will focus on to be a celebrity spokesperson would be well known
celebrities like Sofia Vergara, Eva Longeria, and Jordana Brewster. All three of these women
have already established a grand pedestal in the Latino community. Sofia Vergara has played
many roles in film, has an established name in the modeling industry, and is known for her loud
personality as a talk show host. She was born in Columbia and has paved her way as a global
brand ambassador for multiple organizations. Eva Longeria is another candidate to be considered
for our 2016 Olympic campaign. Eva Longeria has a very similar profile to Sofia, however Eva
was born right here in the city of Corpus Christi and has also established a huge amount of
creditability within the Latino community. Lastly Jordana Brewster, a Brazilian American actress
is known for her role in the hit soap opera, All My Children as well as her lead role in the Fast
and the Furious.
As we mentioned in our target market and customer profile analysis Brazilians are not only
attracted to American customs but they are highly focused on celebrities and novella actresses.
All of these women are well established and in the large picture they can reach all target age
segments of our market. They are old enough to be peers to the thirty to thirty four age group as
well as be a highly influential role model to the twenty to twenty nine age group.
Moving forward to the second half of our advertising strategic, we came up with a list of
supermodels that would present a good “face” for H&M entering Brazil. Supermodels such as
Barbara Fialho, Emanuela de Paula, and Alexzandria Ambrosio would attract our audience by
creating a diversified visual of the different women in Brazil we hope the reach a larger variety of

29. 29
people.
Distribution
We want Brazilians and people in South America to establish a relationship with H&M. In order
to get a high buzz going in this region we would like to encourage establishing twelve to fifteen
stores in different cities in Brazil as well as in different areas within a period of five years. Our
Grand opening launch will be in Rio De Janerio during the 2016 Summer Olympics. In addition
to having the first store built in Rio De Janerio we should also move towards expanding in other
markets. We will enter the Brazilian market in the top three largest cities San Paulo, Rio de
Janerio, and Salvador.
San Paulo is the largest city in Brazil with almost twelve million residents. We encourage
building four H&M locations in different areas of the city. I would like to have as many stores
facing ocean view. Rio De Janerio is the second largest city with about 6.5 million people and
Salvador is the third largest city with roughly three million people. Will have set up distribution
centers central to all locations. The most logically place would be in the national capital Brasilia.
VII. Conclusion
Brazil is becoming a place to invest in due to steady economic growth and new regulation.
Over the years Brazil has had many problems but it has been becoming more and more stable
over the years with GDP rising each year as well as disposable income. Even though Brazil has a
relativity large population it still has enough people in it for businesses like H&M wanting to
invest and based on the demographics’ of Brazil H&M would do very well, considering that the
target market of H&M is a vast amount of the population. The target market H&M has for Brazil
is not an issue however, technology is. Brazil being many years behind other countries has put
them on the far end of technological advancement but recently Brazil has had a huge push for new

30. 30
technology. Another flaw of Brazil is the vast amount of corruption, which makes it very difficult
to get things done, however in the recent years Brazil has passed anti-corruption laws. Lastly any
company that wants to invest in Brazil must know that Brazilians like to meet face to face and
appreciate basic human interaction over communicating through other means. Based on the
economic, demographic, technological, legal/political and social/cultural Brazil would be a great
place for H&M to invest in.
Due to showing excellence in consumer consumption and demographics, a healthy
economic environment and international business activity, a favorable investment climate, good
social environments, a stable political environment, and good international ratings, We
determined that Brazil may have been a risky market; yet worth to enter.
VIII. TeamCoordination
We as international marketers proposed that H&M should enter the Brazilian market due
to its rich capital, high buying power, and world capital of fashion. The following criteria were
analyzed: consumption and demographics, economic environment, international business, and
social and political environment.
Our group consists of five members who specialize in different business aspects. Based of
our strengths and specialties, team members are responsible of each part of the analysis. Justin Vu
Nguyen defines the target market and makes a profile of the customers of the company.
Following by, Miguel Padron estimates the total market potential of the company with the help of
past sales data. Michelle Sorenson researched on major players in the industry and discussed the
nature of competition in the country market. She also suggested a competitive and positioning
strategy for the company. Rachel Walker, explain how the external environment affects the
marketing efforts/functions of the company. Consider economic, demographic, technological,

31. 31
legal/political and social/cultural factors affecting the industry, company or product. Last by not
least, Angelica Blakes took on major lead on determining the marketing mix for the company and
suggest an implementation strategy. Other team members were also highly involved in this part of
the report.
Statistics
Brazil
2009 2010 2011 2012 2013 2014
GDP measured at PPP
(million US $)
2,467,638.
00
2,685,960.
00
2,816,318.00 2,896,461.00 3,012,875.00 3,069,912.00
Per capita income 12,753.25 13,759.32 14,300.74 14,580.28 15,037.17 15,195.05
Per Capita Income of
Total Female
Populatiom Segments
9,753.93 10,568.45 11,052.84 11,367.23 11,848.88 12,111.64
Per Capita Income of
Female Population (%
of Total)
76.48 76.81 77.29 77.96 78.80 79.71
Population ('000) 193,490.9
0
195,210.20 196,935.10 198,656.00 200,361.90 202,033.70
Total Female
Population of Segments
('000)
25,298.90 25,414.90 25,480.50 25,480.80 25,427.50 25,346.80
Female Population
Aged 20-24 ('000)
8,609.50 8,500.40 8,393.30 8,281.00 8,178.00 8,107.00
Female Population
Aged 25-29 ('000)
8,755.70 8,807.70 8,809.70 8,756.40 8,661.50 8,549.70
Female Population
Aged 30-34 ('000)
7,933.70 8,106.80 8,277.50 8,443.40 8,588.00 8,690.10
Urban Population ('000) 162,766.1
0
164,659.80 166,557.00 168,446.30 170,320.40 172,162.50
Urban Population (% of
Total)
84.12 84.35 84.57 84.79 85.01 85.21
Employed Population
('000)
93,217.10 96,998.40 98,012.90 99,947.10 101,589.20 103,625.40
Employed Female
Population ('000)
39,748.80 41,951.60 42,860.20 44,058.80 45,118.00 46,421.70
Employed Female
Population (% of Total)
42.64 43.25 43.73 44.08 44.41 44.80
Total Employeed
Female Population
Segments
15,274.50 16,211.50 16,618.30 17,057.20 17,385.10 17,834.30

32. 32
Total Employeed
Female Population
Segments (% of Total)
38.43 38.64 38.77 38.71 38.53 38.42
Employed Female
Population Aged 20-24 -
'000
4,604.70 4,972.40 5,128.50 5,241.60 5,371.60 5,572.10
Employed Female
Population Aged 25-29 -
'000
5,379.90 5,706.20 5,850.10 6,015.20 6,098.60 6,221.80
Employed Female
Population Aged 30-34 -
'000
5,289.90 5,532.90 5,639.70 5,800.40 5,914.90 6,040.40
Annual Disposable
Income (mn)
869,716.7
0
990,393.00 1,101,561.00 1,212,048.50 1,336,266.30 1,431,424.00
Annual Disposable
Income Per Capita by
Sex [Female]
3,888.40 4,341.50 4,745.30 5,141.20 5,602.00 5,937.50
Households ('000) 56,119.90 57,324.20 58,369.10 59,343.90 60,251.50 61,092.70
Middle Class
Households ('000)
12,621.20 13,002.20 13,328.60 13,579.40 13,856.00 14,107.20
Middle Class
Households (% of Total)
22.50 22.70 22.80 22.90 23.00 23.10
Urban Households
('000)
48,220.20 49,226.70 50,232.60 51,177.00 52,062.90 52,890.70
Urban Households
(% of Total)
85.92 85.87 86.06 86.24 86.41 86.57
Social Class B (% of
Total)
5.35 5.43 5.47 5.48 5.52 5.54
Social Class C (% of
Total)
12.21 12.38 12.50 12.53 12.62 12.67
Social Class D (% of
Total)
31.57 31.85 32.05 32.11 32.27 32.33
Social Class E (% of
Total)
42.34 41.78 41.40 41.31 41.00 40.86
Total Social Class 91.47 91.44 91.42 91.43 91.41 91.40
Consumer Expenditure
on Garments (mn)
24,471.50 27,389.10 30,095.30 32,625.70 35,587.00 37,769.80
Womenswear Retail
Value RSP (Fixed 2014
Exchange Rates) (mn)
11,828.10 13,423.40 14,736.00 15,757.60 17,326.90 17,547.00
Life Expectancy at
Birth: Total Population
(Years)
72.80 73.10 73.40 73.70 73.90 74.20

33. 33
Estimation Methods
Method of Analogy $417,868,566.
47
$520,249,302.
74
$637,916,47
5.83
$771,260,5
91.39
$945,806,25
2.10
$1,145,033,34
7.78
Proxy Indicators $14,171,476,7
85.17
$14,329,369,3
38.63
$14,460,555,
764.93
$14,558,91
6,528.33
$14,601,360
,961.18
$14,648,325,5
06.88
Chain Ratio Method $7,480,432,54
7.55
$7,575,030,24
6.67
$7,638,732,9
28.78
$7,647,802
,174.39
$7,613,358,
003.36
$7,584,362,88
0.11
Average of the three
models
$7,356,592,63
3.06
$7,474,882,96
2.68
$7,579,068,3
89.85
$7,659,326
,431.37
$7,720,175,
072.21
$7,792,573,91
1.59
Womenswear Market
Brand Shares In Brazil
(Retail Value RSP) (mn)
Company Name Brand 2009 2010 2011 2012 2013 2014
C&A Mode AG C&A 773.6 837.8 914.9 979.1 1,043.40 1,104.60
Marisa SA Marisa 544.5 652.7 770.4 931 984.3 1,029.90
Lojas Renner SA Renner 497.8 579.7 653.4 780.5 883.9 1,013.00
Guararapes Confecções
SA
Riachuelo 492.4 575 645.7 738.1 876.8 1,011.40
Inditex, Industria de
Diseño Textil SA
Zara 124.4 137.4 152.2 166.4 179.3 191.2

34. 34
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